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|Title:||Who Wants to Be an Intrapreneur? Relations between Employees’ Entrepreneurial, Professional, and Leadership Career Motivations and Intrapreneurial Motivation in Organizations||Authors:||Chan, Kim-Yin
Ho, Moon-Ho Ringo
Kennedy, Jeffrey C.
Uy, Marilyn Ang
Kang, Bianca Ni Ying
Chernyshenko, Olexander Sasha
Yu, Kang Yang Trevor
|Issue Date:||2017||Source:||Chan, K.-Y., Ho, M.-H. R., Kennedy, J. C., Uy, M. A., Kang, B. N. Y., Chernyshenko, O. S., et al. (2017). Who Wants to Be an Intrapreneur? Relations between Employees’ Entrepreneurial, Professional, and Leadership Career Motivations and Intrapreneurial Motivation in Organizations. Frontiers in Psychology, 8, 2041-.||Series/Report no.:||Frontiers in Psychology||Abstract:||This paper reports an empirical study conducted to examine the relationship between employees’ Entrepreneurial, Professional, and Leadership (EPL) career motivations and their intrapreneurial motivation. Using data collected from 425 working adults in the research/innovation and healthcare settings, we develop a self-report measure of employee intrapreneurial motivation. We also adapt an existing self-report measure of E, P, and L career motivations (previously developed and used with university students) for use with working adult organizational employees. Confirmatory factor analysis indicate that E, P, and L motivations and intrapreneurial motivation can be measured independently and reliably, while regression analyses show that the employees’ E, P, and L motivations all contribute to explaining variance in their intrapreneurial motivation. Individuals with high E, P, and L motivational profiles are also found to have the highest intrapreneurial motivation scores, while those low on E, P, and L motivations have the least intrapreneurial motivation. Our findings suggest that the potential for intrapreneurship is not unique to only entrepreneurial employees. Instead, one can find intrapreneurs among employees with strong leadership and professional motivations as well. We discuss the findings in the context of generating more research to address the challenges of talent management in the 21st century knowledge economies where there is greater career mobility and boundarylessness in the workforce.||URI:||https://hdl.handle.net/10356/86609
|DOI:||http://dx.doi.org/10.3389/fpsyg.2017.02041||Rights:||© 2017 The Author(s). This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) or licensor are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.||Fulltext Permission:||open||Fulltext Availability:||With Fulltext|
|Appears in Collections:||NBS Journal Articles|
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